Archive for December, 2013

Michael Grinder Leadership Workshop

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Michael Grinder will be conducting a workshop in Brisbane for people who seek to excel at leadership skills, March 12th  – 15th, 2014 in Brisbane.

Michael will be delivering a special training event for those who wish to be more effective in their people leadership. No pre-requisites are needed for this workshop other than a strong desire to excel as a leader of people.  The workshop will focus on the non-verbal aspects of the science and art of being a high performing leader.

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Getting_real_value_from_consultants

This month in a short paper, Tim Dalmau and Viv Oates examine the client- consultant relationship and what works well, common pitfalls and some useful guidelines to getting the most from the relationship . Click here to download, Getting Real Value from Consultants.

 

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A_stake_in_the_ground

This month in a short paper, Jill Tideman explores what is required to equip people to lead for sustainability in its broadest sense. Click here to download A Stake in the Ground: building leadership capacity for sustainability.

 

 

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Embracing_sustainability

David Hood, in a short paper, attempts to  draw attention to the underlying imperative facing senior executives and Board members of today’s corporations – the imperative of embracing sustainability.

Click here to read or download his thought-provoking paper.

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The_seven_conversations_of_leadership

I was asked recently to present to an Adelaide group from Engineers Australia about leadership. I cast the presentation in the manner of an onion with layers. At the core is context and it goes from there. Click here to read or download.

Tim Dalmau

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Getting real value from consultants

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This month in a short paper, Tim Dalmau and Viv Oates examine the client- consultant relationship and what works well, common pitfalls and some useful guidelines to getting the most from the relationship . Click here to download, Getting Real Value from Consultants.

 

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Becoming a more robust leader

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As the year draws to a close, many of us find ourselves reflecting on the year that has been.  In particular, our satisfaction with how we, and our working teams did over the past twelve months.   No doubt during this reflection there will be countless things that went really well, successes that should be celebrated in our own minds if nothing else. Read More…

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From clinician to leader

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Recently we had the privilege of spending a day with clinicians working in emergency departments from across Australia and other countries.

They identified one of their greatest challenges, as in many other professions, is the transition from working as a technical specialist to a leader of technical specialists.

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If we dare! The possibilities of sustainable leadership

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Sustainable leadership occurs whenever any one does anything that satisfies the five criteria initially outlined in our October paper, A Stake in the Ground.

Action or leadership that is sustainable

  1. Acts from a whole-of-system view point
  2. Takes into account issues, dynamics and consequences in the wider “world” of which their system is but a part
  3. Preserves or enhances options or choices for the system
  4. Makes choices and acts in a manner that does not limit, but even enhances, the choices that future players might be able to make
  5. Ensures that what is undertaken has within it the capability to endure and adapt through time.
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Questions are more powerful than statements

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One of the most powerful means of engaging people is to ask a series of high quality or powerful questions.

What makes a powerful question?

      • It is simple and clear
      • It is thought-provoking
      • It generates energy
      • It focused inquiry
      • It surfaces assumptions and clarifies meaning
      • It opens new possibilities

Questions to clarify outcomes:

What do you really want? What is important about the outcome for you? Is it possible for you to achieve?

Questions to stimulate reflective and deeper level thinking:

What is it about our working relationship that you find most satisfying? Why might it be that our working relationship has its ups and downs?

Questions to clarify meaning:

What or how specifically?

Questions that begin with WHY?

Remember to use caution when asking  questions that being with WHY.

Unless carefully crafted they can illicit a defensive response in others or force them into a mindset of post-hoc rationalization, both which are usually not very helpful if good communication is desired.

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Would you like to make better sense of what is happening in these unpredictable times and what is being asked of you?

Sometimes taking time out, having a chat and consequently being able to see things differently can help. 

For a free 30 minute video chat with an experienced change consultant …

Click here to Contact Us